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Regional economic development has attracted the interest of economists, geographers, planners and regional scientists for a long time. And, of course, it is a field that has developed a large practitioner cohort in government and business agencies from the national down to the state and local levels. In planning for cities and regions, both large and small, economic development issues now tend to be integrated into strategic planning processes. For at least the last 50 years, scholars from various disciplines have theorised about the nature of regional economic development, developing a range of models seeking to explain the process of regional economic development, and why it is that regions vary so much in their economic structure and performance and how these aspects of a region can change dramatically over time. Regional scientists in particular have developed a comprehensive tool-kit of methodologies to measure and monitor regional economic characteristics such as industry sectors, employment, income, value of production, investment, and the like, using both quantitative and qualitative methods of analysis, and focusing on both static and dynamic analysis. The 'father of regional science', Walter lsard, was the first to put together a comprehensive volume on techniques of regional analysis (Isard 1960), and since then a huge literature has emerged, including the many titles in the series published by Springer in which this book is published.
This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other. The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been included in the research on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.